What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility.

They don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.
Via Bobby Dillard

Don Cloud's insight:

How are you realigning your people and organization to change and adapt to the future?

Or are you merely preserving the solutions (and complex problems) of the status quo.

Because they were passionate about their work, long-haul leaders had a strong work ethic. They did what was necessary to get the job done. They were not clock punchers. Because they so loved their work, they hardly saw their vocation as work. It was fun and rewarding.

If there’s one thing that is scary to many companies, it’s change. Dealing with change requires leadership at all levels if that company is to survive the turbulent wave of uncertainty and misdirection that change brings.

There are perhaps many good questions leaders ask of their teammates each and every day. The starter list above could easily be replaced with ten others. These ten, however, represent the ten that have served me well over the last eighteen years as a senior leader. They solicit open conversation, deter quick “yes/no” responses, and maintain meaningful communication channels with the team.

The ability to ask great questions is a critically important skill for leaders. Questions determine the answer, and the course of a conversation. The moment a question is asked, the entire course of events can change. A well worded question is truly THAT powerful.

“Critical thinking.” It’s a phrase as vague as “results-oriented individual” or “problem-solver.” Companies call for job applicants that are both worker bees and world-class innovators, prepared to paint outside the lines--but only in the brand’s monochromatic colors.

According to an American Management Association survey, 72% of employers feel that critical thinking is key to their organization’s success, but only half of those surveyed said their employees actually show this skill.

Critical thinking is so in demand. Yet critical thinking takes time and reflection, which corporations don't give in the rush rush culture of most. Critical thinking is an essential skill for #competitive #intelligence professionals: what do you think?

You may have had someone in your past that believed in you for no apparent reason. He or she believed you could lead – and they were right. What did they base their faith upon? It may have just been a hunch. Don’t overlook your gut.

The prevailing story is that we have more distractions, more information and more decisions pressing our lives than ever before. Our attention span is shrinking; as little as 20 seconds according to some experts. Leaders in many organizations are stretched to breaking; juggling meetings, emails, inquiries and issues. As we manage the task in front of us we are already considering the next or perhaps mulling over a more complex issue that awaits our attention.

This frantic mental traffic puts us into a sort of trance. We see without seeing. We listen without hearing. We are here but not present. We may be in the room but our mind is in some faraway place or time.

"As we manage the task in front of us we are already considering the next or perhaps mulling over a more complex issue that awaits our attention.

This frantic mental traffic puts us into a sort of trance. We see without seeing. We listen without hearing. We are here but not present. We may be in the room but our mind is in some faraway place or time."

"Wisdom is the currency for success and the eventual enabler of significance we all seek to attain. If you start your journey with your legacy in mind (not being so concerned about the details – but how to discover your legacy platform), you will soon be on your way to a flourishing career."

“Leaders boldly go where no one has ever gone before.” Is this true? Rarely. The more successful a leader becomes, the less likely he or she chooses to step into the unknown. Although I have seen the words, “Embracing ambiguity,” on the list of leadership competencies for many companies worldwide, I have never met an executive who loves not knowing the answers.

The problem is related to biology, not personality. The brain’s primary function is to protect you, but your brain doesn’t differentiate external things from internal ego. Whatever has helped you create your success – your business savvy, your great ideas, your broad knowledge of the marketplace – is what you will dearly protect from threats.

Profound leadership is and has always been a journey -- the net sum of the journeys of everyone in the organization and the combination their life stories.

Powerful leaders have a way of moving people out on such journeys to create the next chapter in the life of the organization, thereby intertwining the lives of the leader with his/her people and weaving their stories together in such a way where the whole far exceeds the sum of the parts.

What a great concept! "Outbound Learning" replaces conventional classroom and board room workshops with adventure, intrigue and excitement. Getting out of the comfort zone means getting away from familiar surroundings. If you expect your team to think outside the box, you need to get them out of the day-to-day box.

As a leader of leaders, your expectations of your leaders will include how they lead and the effects of their leadership. And you will need to coach them to clarify roles and manage performance in their own teams

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